Syllabus
PERFORMANCE MEASUREMENT IN THE NONPROFIT SECTOR
YMN153
Forma studia: prezenční i kombinovaná 5 kreditů letní s.:0/2 KZ
UK, Hollar, Smetanovo nábřeží 6, Praha 1, místnost H115
Výuka 6x v blocích, čtvrtek 16:00 – 18:00 ve dnech: 20/2, 5/3, 19/3, 2/4, 16/4, 30/4
Vyučující: Dr. Cleopatra Charles (email: cleopatra.charles@rutgers.edu)
Garantka: PhDr. Tereza Pospíšilová, PhD.
COURSE OBJECTIVES:
The primary focus of this course is to help students develop an understanding and appreciate the importance of performance measurement in evaluating and improving non-profit organization programs. The course focuses on teaching students how to establish key performance indicators and how to build support for performance measurement systems within nonprofit organizations, with a focus on implementation, reporting and use of performance measures.
TARGET AUDIENCE:
This course is designed for students who have no previous formal training (or equivalent on-the-job experience) in either nonprofit, business or government performance measurement.
COURSE OVERVIEW:
In this course, we will explore how performance measurement helps nonprofit organizations become more effective through the principles of transparency and accountability.
At the conclusion of this course, you will: 1. Understand the inextricable connection between performance measurement and strategic planning in developing effective nonprofit organizations; 2. Develop the skills to implement performance measurement systems in organizations, regardless of your level of authority within these organizations; and, 3. Build skills to help you adeptly navigate organizational challenges that impede performance measurement system implementation.
Course Outline
Class 1 (20. 2. 2020): Introduction to Performance Measurement and Management
Readings
Textbook, Ch. 1: Introduction to Performance Measurement and Management
Barrett & Greene. 2015. Did Performance Measurement Cause America’s Police Problem?
Case Study 1: National Campaign to Prevent Teen Pregnancy
Class 2 (5. 3. 2020): Performance Information: What to Measure
Readings
Textbook, Ch. 2: Developing Effective Performance Management Systems
Case Study 2: The Harlem Children’s Zone: Driving Performance with Measurement and Evaluation
Class 3 (19. 3. 2020): Performance Information: How to Measure/Collect Data (Part 1)
Readings
Barrett & Greene. 2009. The Management Challenge of Bad Data
Case Study 3: JumpStart
Class 4 (2. 4. 2020): Performance Information: How to Measure/Collect Data (Part 2)
Readings
Textbook, Ch. 5: Defining Performance Indicators
Case Study 4: The Robin Hood Foundation
Class 5 (16. 4. 2020): Using Performance Data to Manage People, Projects, and Resources
Readings
Ammons, D. 2002. Performance Management and Managerial Thinking. PPMR 25(4): 344-347.
Class 6 (30. 4. 2020): Challenges Faced by Nonprofit Organizations and The Future of Performance Management
Readings
Carnochan, S., Samples, M., Myers, M., & Austin, M. J. (2014). Performance Measurement Challenges in Nonprofit Human Service Organizations. Nonprofit and Voluntary Sector Quarterly, 43(6), 1014-1032.
Mirae Kim, Cleopatra Charles & Sarah L. Pettijohn (2019). Challenges in the Use of Performance Data in Management: Results of a National Survey of Human Service Nonprofit Organizations, Public Performance & Management Review, 42(5), 1085 – 1111.
COURSE MATERIALS:
No required Textbook: All readings and case studies will be provided by the instructor.
GRADING:
Readings will be assigned for each class period, and the material in these readings will be discussed in class. Please complete all readings prior to the class in which they will be discussed. The lectures will also cover material not included in the readings.
To a large degree, the readings and lectures are not substitutes – they are chosen and designed to complement each other.
Your course grade will be determined as follows:
Case Study Assignments: 100% of grade
To pass this course you must attain a cumulative average above or equal to 65%
COURSE RULES AND REQUIREMENTS:
To do well in this course, you must devote a minimum of three hours per week (1 hour and twenty minutes of lecture, and about two hours of reading and working on assignments). Please keep in mind that the material presented in the course builds cumulatively. Do not fall behind. Most students who fall behind find it very hard to catch up.
Reading assignments must be completed before each lecture. (Note that you have a reading assignment for the first class!) 3. If you need to miss class, you do not need to notify me. I do not take attendance. However, you are responsible for finding out what you missed—including any announcements made in class—from one of your classmates. 4. Academic dishonesty is unacceptable and will not be tolerated. Cheating, forgery, plagiarism and collusion in dishonest acts undermine the School’s educational mission and your own personal and intellectual growth. You are expected to bear individual responsibility for your work and to uphold the ideal of academic integrity. Any student who attempts to compromise or devalue the academic process will be reported to the administration and subject to disciplinary action.
APPEAL PROCEDURE: If, after an assignment is graded, you believe that additional credit is deserved you may submit a written appeal for up to one week after the assignment is graded. Your appeal should be a typewritten page or less explaining specifically: which items deserve more credit and why. Please note: your argument must be based on the answer actually turned in. Please do not give a new answer and expect more credit. Also, the argument “I meant to say…” doesn’t work.
Annotation
The primary focus of this course is to help students develop an understanding and appreciate the importance of performance measurement in evaluating and improving non-profit organization programs. The course focuses on teaching students how to establish key performance indicators and how to build support for performance measurement systems within nonprofit organizations, with a focus on implementation, reporting and use of performance measures.